Final Exam NRSG Admin Ii Cobe

SITUATION 1
MISSION:
To provide exceptional, compassionate, and evidence-based nursing care to COVID-19 patients, ensuring their
physical and emotional well-being. We are committed to maintaining the highest standards of safety, professionalism,
and innovation while fostering a collaborative and supportive environment for our nursing staff.
VISION:
Our nursing department envisions a future where our unwavering dedication to excellence in care, innovation, and
collaboration leads to breakthroughs in patient outcomes and be a beacon of hope and healing in the face of the
COVID-19 pandemic.
PHILOSOPHY:
At the heart of our nursing practice is a commitment to providing dignified, patient-centered care amidst the
challenges of COVID-19. Grounded in continuous learning, safety, and collaboration, we strive for excellence. We
embrace innovation, actively contributing to advancements in care. Our philosophy extends beyond the hospital,
advocating for community well-being. We are not just caregivers; we are partners in the journey to recovery, fostering
hope and making a positive impact on the health outcomes of those affected by the pandemic.
OBJECTIVES:
1. Deliver individualized and compassionate care to COVID-19 patients, addressing their physical and emotional
needs.
2. Implement and uphold rigorous infection prevention measures to ensure the safety of patients and healthcare
providers.
3. Facilitate ongoing training for nursing staff to enhance skills and knowledge in COVID-19 care, fostering a culture
of continuous learning.
4. Establish efficient communication channels within the nursing department and with other healthcare teams to
optimize patient care.
5. Efficiently allocate resources to meet the demands of COVID-19 patient care, ensuring the availability of necessary
supplies and equipment.
6. Encourage and support nursing staff in contributing to and participating in COVID-19 research and innovation
initiatives.
7. Extend nursing influence beyond the hospital, actively participating in community health initiatives and spreading
awareness for preventive measures.
8. Actively foster hope and a positive impact on the health outcomes of COVID-19 patients and the broader
community.
ORGANIZATIONAL STRUCTURE
STRATEGIC PLAN
Quarter Focus Areas Goals Key Actions
- Establish patient care - Develop and implement individualized care plans.

Patient-Centered protocols for COVID-19
Care units. - Train nursing staff on updated care protocols.
- Ensure strict adherence - Conduct regular training on proper use of PPE.

Safety and to infection prevention
Infection Control measures. - Enhance sanitation protocols.
Professional - Assess staff training - Conduct a skills assessment for nursing staff. - Develop
Development needs and gaps. a training plan for continuous professional development.
- Conduct an inventory of supplies and equipment.

Resource - Assess current resource
Q1 Optimization allocation. - Develop strategies for resource optimization.
- Strengthen - Establish regular meetings with healthcare teams.

Collaboration and interdisciplinary
Communication collaboration. - Implement efficient communication channels.
- Encourage staff to submit innovative ideas.

- Promote a culture of
Innovation and innovation among - Allocate time for research participation and
Research nursing staff. dissemination.
- Conduct awareness campaigns on COVID-19

- Engage with the prevention.
Community community for
Advocacy preventive measures. - Establish partnerships with local organizations.
- Implement programs to boost morale among patients

- Foster a positive and staff.
Hope and Positive environment for patients
Q2 Impact and staff. - Monitor and address psychological well-being.
Q3 - Schedule regular training sessions on new

Continuous - Implement ongoing developments in COVID-19 care.
Professional training and education
Development programs. - Encourage staff to pursue relevant certifications.
Innovation and - Actively contribute to - Collaborate with local research institutions.

Research COVID-19 research
Contribution initiatives. - Encourage staff to participate in research projects.
- Organize health fairs and vaccination drives.

Community - Extend outreach
Engagement and initiatives for broader - Establish partnerships with community leaders and
Advocacy community impact. organizations.
- Continuously evaluate - Implement regular quality improvement assessments.

Optimal Patient and improve patient care
Care outcomes. - Gather patient feedback for continuous improvement.
Innovation and - Disseminate research - Organize research symposiums and presentations.

Research findings within the
Contribution hospital and beyond. - Publish research articles in relevant journals.
- Assess the impact of community programs.

- Evaluate and expand
Community community engagement - Identify additional opportunities for community
Advocacy strategies. involvement.
- Establish counseling services for patients and staff.

Hope and Positive - Implement mental
Impact health support programs. - Conduct regular mental health awareness campaigns.
- Implement changes based on feedback and quality

- Conduct improvement assessments.
Optimal Patient comprehensive reviews
Q4 Care of patient care practices. - Recognize and reward exceptional patient care.
SITUATION 2:
FACULTY RETENTION PROGRAM
FACTOR ACTIONS
1. Competitive Compensation - Comprehensive salary analysis will be done to make adjustments to ensure
and Benefits competitive compensation.
- Additional benefits such as health insurance coverage, retirement plans, and
tuition assistance will be given.
2. Career Development - Career development plan outlining clear pathways for advancement will be
Opportunities established
- financial support for faculty to attend conferences, workshops, and seminars will
be provided
3. Flexible Work Arrangements - policy outlining guidelines and expectations for flexible arrangements will be
implemented
4. Recognition and Appreciation - outstanding contributions in teaching, research, and service will be awarded
- faculty achievements will be highlighted regularly
- annual recognition events to celebrate faculty accomplishments will be hosted
5. Mentorship and Support - a formal mentorship program, pairing experienced faculty mentors with newer
Programs colleagues will be launched
- regular check-ins and forums for mentors and mentees to share experiences and
seek guidance will be scheduled
6. Collaborative Research - research collaboration fund to support interdisciplinary projects will be created
Initiatives - regular research forums or seminars to encourage faculty collaboration will be
facilitated
7. Professional Growth and - an annual professional development calendar with diverse training opportunities
Training will be developed
- funds for faculty to attend workshops, certifications, and specialized training
sessions will be allocated
8. Workplace Wellness - wellness programs, including fitness classes, stress reduction workshops, and
Initiatives mental health resources will be implemented
- access to counseling services, either through employee assistance programs or
partnerships with mental health professionals will be provided
9. Job Security Measures - contingency plans that include measures to protect faculty positions during
financial challenges will be developed
- Transparency about the institution's financial health and strategies for sustaining
job security will be maintained.
10. Transparent Communication - regular town hall meetings or forums where leadership communicates updates
and addresses concern will be established
- clear and consistent information about institutional plans and any changes
affecting faculty will be provided
SITUATION 3
The goal is to create an environment where nurses feel motivated, valued and supported in their roles thus,
addressing resistance and motivating nurses in a challenging environment like a COVID ward requires a thoughtful
leadership approach; and so I will be implementing the transformational leadership style in this situation.
Implementing motivational programs can significantly enhance cooperation and engagement among the staff,
especially in challenging environments like a COVID ward. Thus, I will:
 Implement an Employee of the Month recognition.

 Offer tangible rewards such as gift cards, extra time off, or small tokens of appreciation.
 Highlight achievements during regular meetings and in hospital-wide communications.
 Provide funding or sponsorships for professional certifications and conferences.
 Establish a mentorship program where experienced staff mentors newer members.
 Arrange health screenings and vaccination clinics for staff.
 Provide access to counseling services and mental health resources.
 Organize regular team-building events or retreats.
 Establish inter-departmental competitions or games.
 Celebrate milestones and achievements with team-based activities.
 Establish a peer recognition platform or bulletin board.
 Encourage staff to publicly acknowledge each other's achievements.
 Introduce a "kudos" system where colleagues can nominate each other for exceptional efforts.
 Implement flexible scheduling options where feasible.
 Provide leadership training workshops and seminars.
 Establish mentorship opportunities with senior leaders in the hospital.
These motivational programs consider the diverse needs and preferences of the nursing staff, contributing to a
comprehensive and effective motivational strategy. These are supported by the following leadership and motivational
theories and principles:
 Recognition and Rewards Program
- Aligned with Maslow's Hierarchy of Needs, recognition fulfills the esteem needs of employees.
 Professional Development Opportunities
- Grounded in Herzberg's theory, providing opportunities for professional growth addresses employees'
need for advancement and accomplishment.
 Wellness and Health Programs
- Rooted in the Job Characteristics Model, employee well-being contributes to job satisfaction and
motivation. Additionally, it aligns with the Health Belief Model, promoting a sense of control and
positive health behaviors.
 Team-Building Activities
- Supported by Tuckman's Stages of Group Development, team-building activities aid in forming
cohesive and effective teams.
 Flexible Scheduling Options
- Tied to Herzberg's hygiene factors, flexible scheduling addresses the need for work-life balance,
preventing job dissatisfaction.
 Peer Recognition Programs
- Grounded in social exchange theory, peer recognition fosters positive social interactions and
reciprocation. It aligns with the principles of positive reinforcement from behaviorism, reinforcing
desired behaviors through acknowledgment.
 Leadership Development Program
- Rooted in Transformational Leadership theory, investing in leadership development builds a sense of
inspiration and motivation.
MILLYN M. COBE, RN
MAN-II STUDENT

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SITUATION 1

Quarter Focus Areas Goals Key Actions

- Establish patient care - Develop and implement individualized care plans.

- Ensure strict adherence - Conduct regular training on proper use of PPE.

- Conduct an inventory of supplies and equipment.

- Strengthen - Establish regular meetings with healthcare teams.

- Encourage staff to submit innovative ideas.

- Conduct awareness campaigns on COVID-19

- Implement programs to boost morale among patients

Q3 - Schedule regular training sessions on new

Innovation and - Actively contribute to - Collaborate with local research institutions.

- Organize health fairs and vaccination drives.

- Continuously evaluate - Implement regular quality improvement assessments.

Innovation and - Disseminate research - Organize research symposiums and presentations.

- Assess the impact of community programs.

- Establish counseling services for patients and staff.

- Implement changes based on feedback and quality

FACULTY RETENTION PROGRAM

 Implement an Employee of the Month recognition.

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